Stressed out making changes in your business?

One of the, many, outcomes of both the Owner Manager Programme and the Leadership Development Programme is giving business leaders the tools, the confidence and the energy to deal with change - whether that’s about restructuring teams, refining processes, an acquisition or adapting to new market realities - we are seeing unprecedented change going on in the market right now. 

While change is often necessary for survival and growth, how it is managed can determine whether the outcome strengthens the business or weakens it. Poorly handled transitions can lead to falling sales, damaged trust, and the loss of valuable staff. Conversely, when change is introduced with clarity and structure, businesses can create stability, maintain morale, and even uncover opportunities for excitement, new energy and innovation. 

At the heart of effective change management is communication. Employees want to understand not just what is changing, but why it is happening and how it will affect them.

Without that transparency, speculation and uncertainty can spread, eroding confidence in leadership. A structured approach gives staff clear expectations and allows them to prepare, reducing resistance and encouraging engagement. 

Introducing the new 

A critical element to success is involving teams in the process. Change that is dictated without input often breeds resentment, while inclusive practices help people feel valued and increase their willingness to adapt. Leaders who acknowledge and recognise concerns, provide training when required.

And create forums for feedback are more likely to retain talent and strengthen workplace culture during transitions. 

Responses to new ideas are common to responses to any innovation, new policy, skills, plans, environments etc that we didn’t initiate ourselves. Expect examples like: “what’s wrong with what we do already” or “I don’t see the point!” 

Liz Wotherspoon is the Icehouse Head of Customer Solutions and a member of the Owner Manager Programme Directing Team: 

“We often hear owners and leaders say that people don't like change.  I think that's a flawed perspective or not actually true. The truth is that people don't like change when it's done to them, but they are much more open and accepting of change when it is done with them.” 

Create Relevance 

The first step is to demonstrate the relevance for the change so people can feel satisfied and continue with the change process. This helps provide a framework for the next steps to evolve. This is part of creating a safe environment for new things to enter and learning to occur. The essence is to be clear about WHY the change. Yes, crisis is often the driver, but some people will need more information than ‘we can see the writing on the wall’. 

Some will be happy that the change is coming and simply want to know WHAT they must know and or do. Others will want information about HOW to do it and others (the innovators) will want to know WHAT WILL IT MEAN – what will the organisation look like in the future? 

Finally, change must be monitored and measured. Setting goals and checking progress helps ensure that new systems or structures deliver the intended results. It also allows leaders to course-correct if challenges emerge. In difficult economic conditions, the ability to adapt swiftly without destabilising the workforce can be a competitive advantage. 

Change is inevitable in business and with thoughtful planning and structured management, you can navigate uncertainty, protect your teams, and set your organisations up for ongoing success. 

Need help navigating change in your business? 

Email our team: grow@theicehouse.co.nz or find the Icehouse manager in your region.